Master Management or Follow Your Business Fight Businessman

In my experience of mentoring entrepreneurs and building cooperation with intelligence, I noticed that something was composed: many founders love novice things, but only a few enjoy them. It is easy to be enthusiastic about starting the company. It is harder to wake up every day and handle it well.

The leadership is not sexy. You don’t like it on social media. But I share in my book About the Smart EmpIf you are performing the main management, you will always be stuck in the school.

Related: Why is the company’s management for startups necessary for growth

What does driving mean

The leadership is not bureaucracy. These are not only systems, meetings and tables. Management is decision -making. It is known what matters, who is responsible and how to follow progress.

Peter Drucker defined it simply: “Management does things right; guidance does the right things.” IN Basic DRUCKERIt also reminds us that the task of leadership is to allow ordinary people to perform extraordinary Things, as emphasized in this Harvard business review.

To do this, you need clear priorities, the numbers you trust, and the rituals that maintain performance.

Effective control formula

It is necessary to simplify, as managed by entrepreneurs. You don’t need MBA. You need a rhythm. Here is a three -part formula I use:

1. The numbers tell the truth

If you don’t look at the right numbers every week, you guess.

I always ask:

• What are your three most important metrics?

• Are they visible to the team?

• Do you check them every week?

For us in Smart, the following numbers were:

The numbers create alignment. They end opinions. They allow quick and smarter decisions.

The McKinsey report shows that teams with a clarity of power metrics are 3.5 times more likely to overcome their peers. Similarly, Gartner emphasizes that companies that align the metrics of the team with strategic goals see significant support for the employed obligation and overall results.

2. People control numbers

The second principle: metrics are ascent. People are entry.

You can meet the culture from the results. If your team does not feel safe, focused and equipped – they will not deliver.

Therefore, we implemented a weekly 1: 1s, regular feedback loops and team dashboards that show progress of visuals. These create ownership procedures.

As Simon Sinek explains in his book The leaders eat the last timePeople don’t work hard because you pay. They work hard they feel and support.

Culture is a hidden power engine. And management is the way you build this engine.

IN DriveDaniel Pink explains that motivation comes from Auto, Master and Purpose – and cultivates the role of leading these elements (source).

3. The rhythm beats the speed

The speed itself changes. Rytmus yes.

That’s why the leadership needs cadence. In SMART cooperation we follow the basic weekly cycle:

• Monday: The team synchronizes with KPI

• Wednesday: deep work/no day meeting

• Friday: retrospective shorts about what worked and what no

This rhythm helps us avoid firefighters and focus on what matters.

You don’t make complex tools. You need a consistency. As James Clear wrote Atomic clothes“You are not going to the level of your goals. You fall to the level of your systems.”

Related: The main features of effective leaders – here is what every manager should try

Tools you can start without spending more

One of the biggest myths in business is: “When I grow, I will focus on leadership.”

No. You grow because you can. You are expanding what is organized. You repeat what is documented.

You can start with:

• Shared KPI board using Trello, term or Google

• Weekly checks with your team

• Monthly reviews of your main business lever

You can even use Slack Channels for automated daily updates. What matters is not an instrument, but the discipline behind it.

According to the Studio of the Institute for Project Management, companies with advanced project and managerial practices, they waste 28 times less money than those with bad practices.

From chaos to check: our experience

Soon we are one of the cooperation with the bustle and instinct. It worked – as long as it wasn’t. As soon as we opened more units, chaos fell.

At that time we moved to this simplified management system. The results were IMOSE:

• Productivity by 35%

• Team of turnover decreased in half

• Fast and confident decision making

Today we run eight units after Brazil, in cities like Brasilia, São Paulo, Belo Horizonte and Rio de Janeiro. We serve thousands of entrepreneurs through a low -cost, highly automated model that would not be possible without surgical discipline.

And it’s not just a scale. It is a sustainability. If you do well, you don’t burn. You build.

Related: 5 basic tips on how to be a great manager

Cope with intent, not just reaction

Business will always have uncertainty. That’s part of the game. But leadership is how you create stability within this uncertainty.

Peter Drucker said, “Plans are just good intentions if they immediately degenerate into hard work.” This is what is driving: hard work of turning the intestine into a structure.

It’s not charming. It’s not exciting. But that’s why intelligent businesses survive and prosper.

As Professor Harvard Business School wrote Robert Simons Seven strategic questionsGreat managers incomplete – question the prerequisites, clarify priorities and create responsibility.

So if you are amazed, unclear or start – probably not your idea. It’s your leadership. Fix it and everything else is easier.